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process by which a person's efforts are energized, directed, and sustained toward attaining a goal |
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the assumption that employees dislike work, are lazy |
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the assumption that employees are creative and enjoy work, seek responsibility |
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two-factor theory - (motivation-hygiene theory) |
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the motivation theory claims that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction |
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factors that eliminate job dissatisfaction, but don't motivate |
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factors that increase job satisfaction and motivation |
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McClelland's three-needs theory |
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the motivation theory that sites three acquired needs (achievement, power, affiliation) as major motives in work |
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proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance |
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an individual's belief that he or she is capable of performing a task |
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behavior is a function of its consequences |
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consequences immediately following a behavior which increase the probability that the behavior will be repeated |
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the number of different tasks required in a job and the frequency with which those tasks are repeated |
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the horizontal expansion of a job that occurs as a result of increasing job scope |
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the vertical expansion of a job that occurs as a result of additional planning and evaluation of responsibilities |
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the degree of control employees have over their work |
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the theory that an employee compares his or her job’s input-outcome ratio with that of relevant others and then corrects any inequity |
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the persons, systems, or selves against which individuals compare themselves to assess equity |
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perceived fairness of the amount and allocation of rewards among individuals. |
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Vroom's expectancy theory |
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the theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. |
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motivational approach in which an organization’s financial statements (the “books”) are shared with all employees |
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employee recognition programs |
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programs based on personal attention and expression of interest, approval, and appreciation for a job well done. |
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pay for performance programs |
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variable compensation plans that pay employees on the basis of some performance measure. |
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